In order to be able to tackle any disaster promptly and efficiently, the disaster recovery roster of any organization should include a number of critically substantial individuals. First of all, there should be a disaster recovery lead and a disaster management team. These two will coordinate the whole process of recovery and provide directions for other members of the team. One of the additional teams is a group of individuals that are responsible for organizational facilities.
There are also individuals that are in charge of ensuring network security (Whitman, Mattord, & Green, 2013). The team working with servers is closely related to the latter. Any organization has applications that they use to facilitate their business model, so it is critical to include an application team on the roster so that they would take care of all the software threats and risks. Another important cluster is the operations team.
This group of individuals has an important role because they allocate the tools that may help employees to do their job quickly and resourcefully. There is also a management team that is responsible for supervising the disaster recovery process because they are commonly the first to respond to a disaster. After the response, the organization’s communications team will be required to contact the stakeholders as soon as possible.
The last team that will participate in the disaster recovery process is the finance team. These individuals are obliged to ensure that the organization possesses an adequate amount of resources that can be used to restore the state of affairs in the case of a disaster. The roles described above may slightly shift in order to comply with the needs of the organization and employee performance requirements. The company’s employees must be ready to engage in activities that are not specified within the list of their responsibilities if the company’s health is on the line.
Procedures and Policies
The company’s policy in terms of the disaster recovery strategy should include a list of employees that may play a critical role during a disaster recovery scenario. This list has to include the most relevant and up-to-date information about the employees so that the latter could assemble as soon as possible in the case of an emergency situation (McEntire, 2014). Another concept that has to be included in the policy is the creation of a priority list that will include the functions of each department in terms of the company’s restoration.
The management should also create a list of vital equipment that ensures the proper functioning of the organization. These items may include computers, supplies, and any other business-specific equipment that may contribute to the successful transition to the next phase of disaster recovery (Whitman et al., 2013).
Nonetheless, it may also be important to have a backup plan that includes a list of actions that have to be done in the case if all the existing inventory gets destroyed. This leads to the idea that there should also be a financial plan that could cover all the recovery efforts. The sudden nature of disasters may put a strain on the company’s budget, so understanding the rationale behind these expenses may save the company (Ben‐Haim, 2012). The last thing that is of critical importance to the organization is the list of items that includes all inventory and company assets (both physical and digital). This step is necessary to ensure that the management is aware of the current location of the company’s resources, and the process of recovery will be as complete as possible.
Executive Summary
The current disaster recovery plan is intended to validate the continuous nature of business processes that should be maintained by the organization in the case if a disaster occurs. It is aimed to provide an all-inclusive solution that will be utilized if it is required to restore vital organizational and business processes within a specified (limited) time frame by means of the data sets that are stored remotely. The current plan is only a part of the initiative that is aimed at tackling an emergency situation.
The key idea behind the disaster recovery initiative is a supportive approach to the use of each plan. First of all, it is recommended to include the crisis management plan. By means of this initiative, the organization will be able to coordinate its activities at the highest level possible and deal with any crisis situation that transpires at any given moment. This executive summary also suggests that developing, maintaining, and testing will be required to come up with the most relevant and extensive disaster recovery plan.
The organization should pay close attention to employee education and culture in order to be able to implement disaster recovery management practices successfully. This can be supported by the varying nature of disasters. In order to approach each of the issues, the organization is willing to review both technical and managerial procedures to ensure that the recovery capability is sufficient. The organization should also have several recovery strategies that can be used to substitute the main one in case if the latter proves inefficient.
All the resources have to be discussed and included in the disaster recovery plan with the intention to allow the company to function in all possible business environments. Finally, the existing disaster recovery plan has been developed to enlist all the reasonable measures that can be helpful in terms of pointing out and mitigating potential risks that can eventually impact the organization to an unknown extent.
References
Ben‐Haim, Y. (2012). Doing our best: Optimization and the management of risk. Risk Analysis, 32(8), 1326-1332.
McEntire, D. A. (2014). Disaster response and recovery: Strategies and tactics for resilience. Hoboken, NJ: John Wiley & Sons.
Whitman, M. E., Mattord, H. J., & Green, A. (2013). Principles of incident response and disaster recovery. New York, NY: Cengage.